Social Media Guide for Luxury Brands in 40 Characters

Social Media Guide for
Luxury Brands

Content. Strategy. Optimization.

Table of Contents
3. Introduction
7. Translate Unique Brand Elements To Social Platforms
11. Adapt Business Practices To The Online Business Model
14. Identify and Expand Audiences
18. Empower Consumers
21. Manage Customer Relations
25. Conclusion
26. Addendum

2 Abrams Research www.abramsresearch.com 646.370.1240 Digital & Social Media Agency

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“ Success will be dependent on developing strategies that
address the new behaviors of the modern consumer online
while appreciating that luxury brands in social media must
remain just that, luxurious.

Introduction

With over 75 percent of wealthy Internet users actively The Numbers
using social media, the question is no longer if luxury
brands should utilize the web as a luxury market, but
The number of affluent 1 internet users is expected
rather a question of how to do so. The dynamics of the
to grow from 43.7 million in 2006 to 57.1 million
online marketplace continue to shift with the exponential
in 20112.
growth of social media platforms. Consumer behaviors
and expectations have changed.
Households of $100,000 or more spend on
The modern consumer demands more from brands average 23 hours a week on the web—nine of those
—especially luxury brands—than what they have tra- hours on Facebook 3.
ditionally delivered for the past fifty years. The days of
captive media audiences are coming to an end. As social
Over 50 million unique affluent US internet users visited
media establishes itself as the premiere venue for informa-
websites in March 2009, making up over a quarter of
tion exchange, the conventional methods of messaging
favored by many organizations will become decreasingly the entire internet population for the month 4.
relevant. Although luxury brands face unique hurdles,
they also stand to reap significant rewards by embracing 66% of affluent Internet users conduct research
social media. Social media is still a relatively uncharted online before making a major purchase 5.
frontier for luxury brands, and the early adopters will
have a large advantage moving forward. Success will be
dependent on developing strategies that address the new Facebook reaches 51% of online households of
behaviors of the modern consumer online while appreci- $100,000 or more 6.
ating that luxury brands in social media must remain just
that, luxurious.
Nearly 80% of consumers with an income of at least
$240,000 have at least one social networking profile,
usually Facebook 7.

1. household income of at least $100,000
2. eMarketer, Affluent Internet Users: How the Rich Live Online November 2007 Four in five US businesses with at least 100 employees
3. Morpace, Omnibus Report, June 2010 will take part in social media marketing in 2011 8.
4. ComScore, State of the US Online Retail Economy in Q1 2010, May 2010
5. “The New Face of Affluence Study.” Dwell Strategy + Research, March 2010
6. Google AdPlanner, June 2010
7. Unity Marketing, How the Affluent Luxury Consumer Uses the Internet and Social
Media: An In-Depth, Feb 2010
8. eMarketer, How Many Marketers Are Using Social Media, Dec 2010


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Impactful, turn-key solutions such as providing vintage
pictures or linking to old newspaper clippings help
consumers appreciate the significance and history of what
they are buying.

The Luxury Dilemma
While social media has empowered consumers with deeper insight, it has also
had an unintended consequence for luxury brands. In the past, communica-
tions from luxury providers to consumers were provided through tightly con-
trolled traditional media channels (print, television, direct marketing, etc.) to
The Luxury influence the conversations of the elite. For the most part, only those with the
means to purchase luxury goods had influence on the desirability of particular
Difference goods and services. Simply put, luxury consumers made purchase decisions
Luxury brands distinguish them- based on other luxury consumers.
selves through superior quality, from
the actual product itself to the in- Social media has opened doors to give more consumers access to both infor-
store experience to the cachet of the mation and products previously unavailable to them. With respect to luxury
brand. Purchasing a luxury good is brands, what is desirable or undesirable is no longer the sole purview of the
akin to making an investment. This is traditional luxury audience. While portraying that image remains crucial in
why luxury brands take pride in every social media, the reality is that even
step of the process, from design con- non-luxury consumers can now have
ception to production. Social media an impact on the success or failure of Challenges Online
can help demonstrate to consum- luxury brands. When providing their •Creating an online experience that
ers the level of craftsmanship that “two cents” online, a suburban teenag- meets or exceeds brand standards
er in Orlando is on equal footing with and consumer expectations.
goes into production and can serve
as a powerful way to showcase the a socialite from Paris. Over time, a •Relinquishing some control to give
luxury difference. Impactful, turn-key crowd of relative unknowns can create consumers a sense of brand owner-
a tipping point for a product’s success ship via user generated content.
solutions such as providing vintage
pictures or linking to old newspaper or, if they so choose, failure. •Adopting a social media mindset
clippings help consumers appreciate and participating in two way
the significance and history of what Many of the qualities that luxury conversations.
they are buying. brands are built on such as tight qual- •Recognizing that luxury brands
ity control and immersive shopping require a more sophisticated social
experiences, may seem contrary to media presence than other brands.
the nature of social media communi- •Devoting the appropriate amount
cations. Certainly, the use of social of resources to make social media
media inherently trades some control a priority as part of an overarching
for increased engagement. The reality marketing strategy.
is that discussions about brands are
happening already and will continue
to flourish with or without the direc-
tion of the brands themselves.


“
Luxury brands face a choice: influ-
ence the conversations themselves or
be drawn into the fray through less
“
The reality is that discussions about brands are happening
already and will continue to flourish with or without the
direction of the brands themselves.

desirable circumstances. Blogs and
platforms like Gilt have, for better or
worse, opened up access to luxury to
a larger audience. Luxury brands can
no longer afford to differentiate pure-
ly on higher price points and claims
of quality. Brands need to prove their
worth online in other ways. Despite the economic
downturn that had
pundits fearing the
A luxury brand requires stringent worst for the luxury
attention to the qualities that make industry, Gilt—a
the brand what it is. To maintain that revolutionary mem-
level of quality online requires a com- ber’s only shopping
mitment of both human and financial website that holds 36 hour “flash sales” selling labels like Christian Louboutin and
resources. Corners cannot be cut just Derek Lam and luxury travel packages at prices around 70 percent off retail—has
more than thrived. In 2009, just two years after launch, Gilt has posted revenues
because it is the internet. Cheapening of $170 million and for the year 2010 expects between $400 and $500 million.
a brand’s image online has the same Gilt’s over 2 million members are also predominantly female, young and high-in-
negative effects as it would in the real come—a target audience for many luxury brands.
world. A semi-functional website; a
dead social media profile; an inad- Gilt has changed the fashion industry by allowing both small and large luxury
vertently tacky sponsorship—can all brands to unload merchandise. Moreover, Gilt has fundamentally altered how con-
sumers shop for luxury. It has given consumers from Paris, France to Paris, Illinois
factor into a brand’s downfall. Due to
access to exclusive brands at insider prices previously only available at New York
the fickle nature of brand equity, any City sample sales. Gilt has also transformed the notion of online “retail therapy”, or
social media marketing done without as Forbes put it “of logging into a site and clicking “buy,” from something mundane
a well-researched approach and full and impersonal to something exhilarating, with its blink-and-you’ll-miss-it sales
scale commitment is highly risky. and aura of exclusivity.”

In many ways, Gilt is both friend and enemy of the luxury business. On one hand,
Social media marketing shares a
Gilt is fundamentally a discount shopping rack which cuts profit margins from the
fundamental similarity to other mar- brands it sells. From a business perspective, however, it doubles as a risk-sharing
keting efforts: with a well-developed platform since Gilt contracts with brands to unload a mix of inventory that includes
strategy and good execution, brands both “home run” products as well as a brand’s more speculative or unsold stock.
stand to gain in the short and long And whereas a department store may take a whole season to unload product, Gilt
term. is expected to do it within 36 hours.

Abrams Research www.abramsresearch.com 646.370.1240 Digital Social Media Agency

Abrams Research
Roadmap
Social media for luxury brands is no longer an optional marketing consideration. The definition of
a luxury consumer and of luxury itself has changed. Luxury brands must deliver brand experiences
online to see continued success. With a deep understanding of how these new tools can be used
appropriately, brands can harness the power of social media to directly communicate with their
audiences, promote their brands and further their brand equity.

This guide explains how luxury brands can best accomplish these goals in social media and offers
solutions for particular challenges. Additionally, this guide presents case studies of luxury brands
to illustrate the industry best (and worst) practices.

1. Translate unique brand elements to social platforms

2. Adapt business practices to the online business model

3. Identify and expand audiences

4. Empower consumers

5. Manage customer relations

6 Abrams Research www.abramsresearch.com 646.370.1240 Digital Social Media Agency

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“ To avoid this pitfall, a good digital and social media strategy
first identifies the essential qualities that define the brand,
then packages those qualities into relevant content and finally
delivers it to their audience(s).

1. Translate Unique Brand Elements To Social Platforms

Luxury brands offer a uniquely commissioned director Martin
polished experience to the consumer. Scorcese to create a Bleu de Cha-
Many high end brands have been nel YouTube video. Unsurprisingly,
wary of creating a significant online consumers hold luxury brands to a
presence because they feel their much higher standard online, just
brand experience does not translate as in the real world. Thus it is of ex-
to digital media. While this may have treme importance that a luxury brand Best Practices:
been the case initially, the web now maintains its ethos, value proposition
• Treat the web and social media as
allows brands to create an online and quality of experience. If a luxury an extension of your brand because
experience that compliments and brand’s voice online is at odds with that’s how consumers view it. Make
enhances even the highest end its image in other media, this cre- sure that aesthetics and functional-
luxury business’s brick and mortar ates a dissonance in the mind of the ity are consistent with the brand’s
operations. consumer. offline image.

• Identify qualities that define the
Consumers now feel entitled to the To avoid this pitfall, a good digital
brand and ensure those traits mani-
same seamless luxury experience and social media strategy first identi- fest themselves across all online
online that they are guaranteed when fies the essential qualities that define offerings, from the brand website to
interacting with a brand in the real the brand, then packages those social media profiles. Cohesion is
world. Luxury businesses must deliver qualities into relevant content and paramount to success.
on the brand proposition online finally delivers it to their audience(s).
• Establish objectives, benchmarks
across all web properties and social Ultimately, succeeding online and
and metrics for all social initiatives.
media profiles. Social media’s low in social media is about consistently This often means scrapping ideas
barrier to entry gives many brands a staying in character. To do so, a that—while fun and innovative—are
false sense of ease, leading to hap- brand’s digital strategy must include not conducive to a brand’s long term
hazard attempts that do not represent insights into their own brand as well success.
the brand well. Brands that leave up as insights into their consumer’s
abandoned Facebook profiles like expectations online. • Do not try to simply re-create the
in-store luxury experience online,
Manolo Blahnik (as of De- expand on it! Give the consumer
cember 2010) lose incentives to visit you online and
credibility in-store.
to those like
Chanel who


Case Study:
Cartier
“
O ften, brands that are new to social media make the
mistake of constructing web and social media properties
at odds with the core brand image because they
try to do too much. Cartier, one of the most fa-
mous luxury watchmakers in the world, fell into
that very trap. While digital tools are diverse
and powerful, the key to success on the web is
often about narrowing its scope. For a luxury
brand, that means figuring out the must-have
list of brand elements and making sure that
“ Online, well-designed user interfaces and ease
of use are reminders of a brand’s quality.
been served in a way that aggravates the user (opening
extra windows, using burdensome amounts of Adobe
Flash, making navigation complicated, etc.). Oftentimes,
a user will click a featured link expecting to learn about
the brand and instead be delivered a heavy dose of flashy
marketing.

they come across online. For would-be and current consumers of five to ten thou-
sand dollar watches, the Cartier website should not be
Cartier put in small copy on their website used as a cheap opportunity to hawk watches in bulk.
that “the brand is proud of its technical excel- Cartier should have used its web properties to com-
lence…and reputation as a master watchmaker.” municate its brand narrative and speak to its consumers
The Cartier site, however, has been the opposite in a way they would not be able to through traditional
of technical excellence and obfuscates one of the more media. Integrated film, archival footage, and a personable
compelling aspects of the brand—its storied history and blog are all options that Cartier should have explored.
reputation. Online, well-designed user interfaces and Cartier should focus on the qualities that define its brand,
ease of use are reminders of a brand’s quality. On Cartier’s like timelessness and attention to detail, and create web
site, the fascinating pieces of content that do exist have properties that reflect those principles.


Case Study:
Tiffany Co.
T he quintessential American luxury brand, Tiffany Co.
built its name on a legacy of associations with American
and sophisticated as
anything you would
institutions and icons like the White House and Jackie expect shopping
Onassis. As one Tiffany Co. fan put it: “what woman in-store.
doesn’t swoon at the sight of the signature Tiffany blue
gift box?” Audrey Hepburn in “Breakfast at Tiffany’s” While the website
remains one of the most familiar images in the history of has been primarily
American cinema. It is with those sentiments that Tif- focused on e-com-
fany Co.’s brand proposition moves beyond sales of merce, Tiffany Co’s
sparkling diamond necklaces, to selling has used Facebook as
glamour that carries historical and a content-provider
cultural significance. that speaks to the brand’s relevance in exclusive parts of
society. Facebook is a choice platform for providing con-
On the web, Tiffany Co’s strategy sumers with snippets of a brand’s narrative. In this case,
has been twofold: create a simple yet Tiffany Co’s profile is filled with pictures of celebrities
stylish shopping experience, and remind the audience wearing Tiffany pieces, as well videos of Tiffany Co.
of its standing in the cultural upper echelon of America. galas and parties, which all feeds back into the brand’s
Although the Tiffany Co site has had a stylized edito- importance to elite American culture.
rial feel, the overall shopping experience is straightfor-
ward and intuitive. The focus of the site is clearly on Tiffany Co. has also made it easy to take a slice of the
e-commerce and shopping is made to be reminiscent of brand experience on the go by creating a free iPhone
the in-store experience, with jewelry arranged by price, app that allows its users to browse their famed line of
designer, collection and gem. Featurettes on the brands engagement rings. The app contains tools to help pur-
storied history are sprinkled throughout the site but do chase online, down to choosing the carat size and sizing
not distract the user from shopping. Overall, the suc- the ring. The high quality app carries the same simple
cinct messaging and clean design of the web property elegance that Tiffany Co exudes in all of its marketing,
have created a shopping experience that is as effortless and offers a valuable tool for anyone investing in a
Tiffany piece.

Tiffany has successfully repur-
posed its historical and cultur-
ally significant brand experience
online across all of its web prop-
erties, and as a quintessential
American brand, Tiffany Co.
continues to set the standard for
luxury, even in the digital and
social space.


Case Study:
Balmain

“
S ince Pierre Balmain’s death, The House of Balmain has
undergone several regime changes which have taken the
brand from classically luxurious to edgy tough yet chic
evening wear. Although Balmain’s style has evolved drasti-
cally, the label has always remained true to its trendset-
Leaving a halfhearted attempt at a Twitter
“
presence active sends the same message that
a half finished magazine advertisement
ting roots. Unlike its clothing, Balmain’s web presence has does and Balmain has appeared sloppy and
reflected neither its changing identity nor its commitment unpolished.
to modernity.

For a brand that has looked to shake picture of Kate Moss
things up, Balmain’s antiquated in a Balmain dress.
website is bland and un-inspiring. Neither the webpage
As of January 2011, the site for- nor the Twitter handle
mally presents the runway collec- are properties befit-
tions and e-boutique without any ting a designer once
of the glitz and glitter inherent in a considered a “king of
night out on the town. Although Balmain has never been French fashion,” nor
afraid to be over the top, the site is minimalistic and filled strategic as to the
with static content that should lead to extra features, but company’s desire to
does not. The web property looks more like an amateur remain cutting edge in
blog than it does a luxury fashion house’s webpage, as the fashion world.
it has used minimal graphic design and a lo-fi interface.
Balmain’s brief foray into social media has been similarly Balmain’s website and Twitter handle are the antithesis
bland and amounts to an abandoned Twitter handle. The of current as neither medium allows fans to connect with
account--@balmainparis-- as of the start of 2011 had over or learn from the brand in a meaningful way. Leaving a
7,000 followers but only two tweets: one that directs fol- halfhearted attempt at a Twitter presence active sends
lowers to the Balmain website and another to a the same message that a half finished magazine adver-
tisement does and Balmain has
appeared sloppy and unpolished.
Balmain should have taken steps
sooner to counteract the conse-
quences of this page by either
shutting it down or directing fans
to alternate channels of communi-
cation. Balmain would have been
better off creating an entirely new
website that reflects its brand es-
sence and devoting an employee
to maintain the Twitter account.


2. Adapt Business Practices To The Online Business Model

The principles of marketing in social
media often fly in the face of tradi-
tions that have defined luxury brands
for decades. Social media’s democra-
tizing nature is a particular challenge
for luxury brands, since much of the
luxury cachet historically comes from
controlling access. In the physical
world access can be synonymous
with brand dilution. In social media,
access is the currency itself.

Oftentimes, a brand will want to
modify existing traditional media
campaigns to fit into digital and so- There is no template in social media
cial media platforms-- for example, to that works for all luxury brands. In Best Practices:
try to turn a billboard into a banner some cases, a luxury brand’s archival
ad or a bus shelter placement into a work is refreshingly relevant in social • Don’t force traditional media
Facebook profile picture. Brands like media (as has been the case on sites campaigns into social media. Start
Zac Posen (whose website, ZacPo- from the planning stage and identify
that focus on historical brands, such
the insight or the core message that
sen.com, has been little more than a as Michael Williams’ AContinuous- needs to be communicated.
glorified catalogue) risk insulting the Lean.com). Other times, an entirely
internet savvy consumer who realizes new strategy must be developed from • Every brand has an ethos that
old marketing has been forced to fit scratch, using only the core message can be the centerpiece of messag-
the web. Although in rare instances and insight from initial brainstorms. ing in social media, whether it is
that may work, the better approach is impeccable customer service, or a
commitment to innovation.
to identify the core idea that defines
a brand and/or a campaign and use • To decide what type of content
that to inform the digital and social to offer online, find what continues
media work. This strategic approach to draw your brand loyalists, and
ensures the digital adaptation of the expand on it.
campaign is a more relevant creative
execution. • Digital consumers are savvy
enough to differentiate between PR/
marketing material and authentic
content—give them the latter.


Case Study:
BMW
B MW TV, which has its own YouTube page as well
as its own microsite, has been a perfect adaptation of
a brand message onto a social media platform. To hear
it from Forbes.com: “There are three reasons why the
BMW brand scores so highly: consistency, patience and a
simple, upbeat message. It has been beating the drum for
25 years that BMW offers customers the ultimate driving
machine. “BMW is very, very consistent in providing the
product line that echoes what the brand is all about...”
(Forbes.com, The Best-Driven
Brand, July 2002) BMW, which has
driven this message home through
traditional media and event market-
ing, has smartly recognized the im-
portance of continuing that strategy
on the web.
mini historical documentaries on the cars and brand (ex:
In creating BMW TV, BMW sought Origins of the BMW Logo). BMW TV rewards enthusi-
to speak directly to their brand loyalists—the luxury per- asts by letting them feel “in the know,” ensuring that this
formance car enthusiast. BMW has used its insight into group will continue to back the brand.
its consumers—educated, early-adopters of technology,
appreciative of education about car-racing and tuning— The selection of online video as a platform was likewise
to deliver content that supplements as well as reiterates deliberate: videos on YouTube and bmw.tv are embed-
the brand message. BMW did not skimp when pouring dable in blogs and message boards, which are the main
resources into video production to make high quality web properties used by online car enthusiasts. Impor-
videos that look and sound professional. The videos range tantly, both the page and the content have carried the
from interesting and innovative advertising clips to trademark look and feel of the BMW brand—a nod to
the brand’s willingness to devote
resources to maintaining the brand
proposition. The BMW TV content
has allowed both existing fans and
curious potential consumers to learn
more about “The Ultimate Driving
Machine” in an intellectually honest
way. Consumers appreciate BMW for
not speaking down to them.


Case Study:
Oscar De La Renta
“W ithout a doubt, the role of a runway show has
changed. In the past, the show was principally for buy-
ers. While they are still a key constituency, we also show
also leveraged its
Twitter account (one
of the more celebrat-
for the media. Online media is increasingly influential ed Twitter accounts
in fashion. This allows that group and others that can’t in fashion circles
attend in person to see things in real time. It’s evolution.” because of its honest
- Oscar De La Renta. voice and frequent
posting), OscarPR-
In fashion, it is not enough to just stay Girl, to “live-tweet”
relevant and follow trends as they from the show (a form
emerge. Any noteworthy fashion house, of minute-by-minute
from the established like Gucci to rela- coverage of an event).
tive newcomers like Elie Tahari, seeks to This provided yet another platform for internet fash-
push the envelope in terms of both ionistas, a powerful and growing demographic, to feel
the fashions themselves as well as connected to the brand.
brand image. According to Oscar
De La Renta’s profile in New York Magazine, despite Oscar De La Renta seized an opportunity to pioneer
being “the tailor of note for women of a certain age… both the brand and his industry on the web. After
[De La Renta]’s begun to court a slightly younger, hipper embracing the evolution of ‘private’ to ‘public’ caused by
customer.” social media and adapting his brand’s marketing strate-
gies to it, Oscar De La Renta quickly came to be seen as
To adapt this overarching marketing strategy and simulta- a luxury brand that “gets it.” According to the 2010 L2
neously evolve his industry, Oscar De La Renta partnered Luxury Digital IQ Index, Oscar De La Renta was ranked
with Livestream.com to broadcast his runway show live 11th. By opening the door to throngs of followers who
online. An event previously accessible only to fashion might not otherwise be able to experience a runway
media and the social elite suddenly opened up to anyone show, Oscar De La Renta traded a marginal amount of
with an internet connection and a computer. The brand exclusivity for a much larger amount of brand loyalty and
industry influence.

Luxury brands can and should
reassess their marketing efforts,
identifying those initiatives that
are currently only for industry-
insiders. With an open mind
and the right platform, some of
those exclusive initiatives can be
adapted to reach a bigger audi-
ence without any detriment to the
brand itself.


“
3. Identify and Expand Audiences

Once a brand has successfully trans-
“Audience building is not always about breadth—it can be
about narrowly targeting the audiences that know how to
leverage social media on your behalf.

When a brand uses a social network must be done with the same care and
lated its core traits online, it must as another venue for press releases, commitment that a traditional com-
find the corresponding digital spaces like Chloé has on Facebook, consum- munication would command.
that coincide with its marketing ers lose interest in engaging with
strategy. Despite the trend of brands the brand. Just like any aspect of the For luxury brands, the challenge is in
impulsively joining the largest social luxury business, establishing a social harnessing digital and social media to
media sites, the “one size fits all ap- media presence requires detailed and promote the brand while still cul-
proach” is not appropriate for luxury extensive planning. The reckless use tivating an aura of exclusivity. One
brands. Platforms like Facebook and of social media to increase exposure way of doing so is targeting influenc-
Twitter are called “social” networks can hurt the brand in the long term. ers, such as prominent bloggers like
because they foster relationships. Even though the possibilities for BryanBoy.com or GemGossip.com,
Consumers look to form connections interacting with online communities who sway the consumption desires of
with brands that have personality. are immense, any attempt to do so their readers.

“
“ Despite the trend of brands impulsively joining the largest
social media sites, the “one size fits all approach” is not
appropriate for luxury brands.


“
“The new “era of customization” presents a prime opportunity
for luxury brands to strategically offer unique and exclusive
experiences to targeted subsets of consumers.

3. Identify and Expand Audiences (continued)
Audience building is not always ments within their social networks.
about breadth—it can be about nar- Luxury brands are renowned for their
rowly targeting the audiences that highly personalized brand experi-
know how to leverage social media ences which allow customers to Best Practices:
on your behalf. form emotional connections to their
• Identify the online spaces and
products. Fortunately, the internet is
social media platforms that best fit
While the internet is an equalizer, in increasingly focused on the idea of what and how the brand wants to
many cases audiences still self segre- personalization, where all content communicate. Discussion boards
gate, forming groups of like minded is customized for the consumer and are not for every company.
individuals through forums, messages customizable by the consumer. The
boards and blogs. Importantly, the new “era of customization” presents a • Create individual strategies to
sharable nature of social media often prime opportunity for luxury brands target particular consumer segments
based on how they behave online.
means that brands can communicate to strategically offer unique and For example, according to Google
with niche communities who will exclusive experiences to targeted sub- Ad Planner data, 0-17 year olds
spread brand messaging on their sets of consumers. This can include disproportionately use Myspace and
behalf to a wider audience. The elite everything from invite only commu- $100,000+ income earners don’t
status desired by purchasers of luxury nities to access to private sales. By use it much at all.
goods parallels the insider access employing different tactics for differ-
• Don’t be average in many social
that social media users crave. Thus, ent audiences, luxury brands can still
media platforms; be excellent in
social media can be another venue maintain exclusivity without alienat- one or two by allocating resources
for brand evangelists to show off ing potential customers by ignoring efficiently as opposed to spreading
their standing to others. By limiting them online. Savvy brands will utilize them thinly.
direct communication to target audi- a diverse portfolio of social media
ences, luxury brands keep the cachet strategies to reach niche communities
and elite quality of the brand intact and/or the mass market through each
yet benefit from consumer endorse- distinct online platform.


Case Study:
Coach Coach
“
I n the summer of 2010, Coach created the “Poppy
Project” which aimed to generate buzz for its new line of
Poppy bags. Coach reached out to bloggers to install a
Coach-created Poppy “widget” onto their blog page and
offered prizes to the most engaged bloggers as well as
readers who spotted a Coach bag via the widget. Coach’s
successful blogger outreach created an army of over 400
bloggers who self promoted the “Poppy Project, spread-
ing a trail of poppies across the web.

By specifically targeting fashion blogs,
“ For the consumer, a favorite bloggers endorsement
of a brand or product can carry equal weight as
a friend’s recommendation, strongly influencing
purchase decisions and brand preference.
and brand preference.
Since Coach limited
its direct outreach to
bloggers, consumer
participation in the
Coach reached niche communities with contest happened
a demonstrated interest in fashion. naturally. The partici-
Visitors to the participating blogs pating blog reader
saw the prominently featured Poppy did so because a re-
widget every time they frequented spected blogger,
the blog, reinforcing exposure to the not Coach, asked
new line of bags for the duration of them too. Consumers
the contest. Since bloggers not only who saw an involved
featured the Poppy widget on their site but urged their friend’s social shout out on Facebook or Twitter were
audience to share the contest with their social networks even further removed from Coach’s marketing effort and
on Twitter, the Poppy Project spread to audiences Coach thus the endorsement was that much more credible.
couldn’t have otherwise reached effectively.
By offering prizes and allowing bloggers to use the
For the consumer, a favorite bloggers endorsement of Coach name, the Poppy Project tactically engaged
a brand or product can carry equal weight as a friend’s the blog community with both intangible and tangible
recommendation, strongly influencing purchase decisions incentives. Consumers treat
social media as a form of personal
brand-building, and mentions and
displays of brands—much like
namedrops during a social conver-
sation—contribute to this activity.

Coach’s forward looking strategy
provided the brand with a built
in network of bloggers to call on
for promotions or (favorable)
coverage of Coach products.
Coach understood that in social
media the approach is often to
reach a specific, narrow audience
and let the ripple effects of an
effective communication spread
organically.


Case Study:
Jimmy Choo
Jimmy Choo
I n partnering with geolocation platform Foursquare,
Jimmy Choo creatively turned the metaphorical pursuit
for its products into a physical one. Jimmy Choo’s 2010
purchases. The brand’s decision to do a one-off, highly
entertaining and interactive campaign on social media
created buzz that had a lasting impression on consumers.
“Trainer Hunt” helped the brand reach new audiences
by offering the general public the opportunity to win a Curiously, the “Trainer Hunt” had its own Facebook
pair of its new trainers (aka sneakers for those of us on and Twitter pages, which was a missed opportunity to
the other side of the pond). During the campaign, clues centralize all traffic and fans onto corporate Jimmy Choo
were left online so that anyone following on Foursquare, web properties that would live on after the campaign.
Twitter or Facebook could chase the shoes around Lon- Once the promotion ended, any new audiences who
don, trying to find and win them. The trainers smartly connected with the brand were lost as the Trainer Hunt’s
“checked in” to trendy locations such as the members- pages lost their relevance. Furthermore, driving traf-
only Morton, synergizing the trendiness of the fic to the corporate web properties would have been an
visited locations with the shoe brand itself. It was opportunity to deliver non-Trainer Hunt content to a re-
precisely Jimmy Choo’s decision to highlight ceptive audience. Since online attention spans are short,
the allure of the brand as well as offer a tan- it is unlikely that many fans took the additional step of
gible incentive that made the initiative such connecting with the corporate properties. In fact, several
a success. months later the Trainer Hunt still has fans and followers
of its own, although the accounts are inactive.
As the first brand to check in an
object—instead of a person— on Despite the immediate success of the “Trainer Hunt”, the
Foursquare, Jimmy Choo innovatively used social media company still overlooked its ability to retain its new au-
to create desire for a new product. According to digital dience and build the brand long term. It is important for
agency FreshNetworks, the promotion ultimately in- luxury brands to think about the after effects of a cam-
creased sneaker sales by 33%. For everyone who followed paign, including how to keep the audience and goodwill
the hunt in real life or digitally and did not win a pair, that was created.
the time investment into Jimmy Choo primed future


“
4. Empower Consumers

Traditionally, brands have construct-
“Brands can harness this genuine advocacy by creating
interactive platforms that weave consumers’ experiences into
the brand narrative.

Since online audiences are constantly abhor blatant marketing efforts and
ed messaging—advertisements, press on the hunt for content to digest welcome content that involves them
releases, mailings—etc—with the for entertainment and/or share for personally. The latter ultimately re-
captive audience in mind. By its very personal brand-building purposes, sults in the kind of good advertising
nature, social media is not an effec- brands have a huge opportunity to that a luxury brand would tradition-
tive tool for broadcasting to captive connect with them. Creating content ally budget far more for. For luxury
audiences or speaking to them in a has become a collaborative process. marketers, the key is to build a social
way that presupposes their inability Many consumers publish stories and identity for the brand that furthers a
to walk away. In old media models, pictures that describe their relation- consumer’s emotional attachment to
consumer recourse was usually lim- ship with brands. Brands can harness the brand.
ited to, to borrow an economic term, this genuine advocacy by creating
“exiting the market” e.g. flipping the interactive platforms that weave con-
magazine page or turning off the sumers’ experiences into the brand
television. In social media, however, narrative.With the right strategy and
consumers have a host of options at execution, brands can become a part Best Practices:
their disposal to respond to welcome of the consumer’s online identity and
or unwelcome messaging, and they vice versa. • Deepen the brand consumer
can do so with disproportionately relationship by becoming part of the
wide reach. For consumers, online empowerment consumer’s online status and iden-
tity. Allow them to flaunt the brand
comes from being given access and to their friends.
Consumers often identify themselves information. Fans want to socialize
by items that they purchase and with brands the way they do with • Bring the consumer into the brand
what the brands of these products their friends. Consumers feel special narrative through creative marketing
represent. Consumers can use luxury and wanted when they associate with initiatives that incorporate user gen-
brands as status symbols, broadcast- favorite brands on social networks. erated content, such as encouraging
photo uploads.
ing their association within their Of course, this is usually antitheti-
social circles for personal brand cal to the way luxury brands live in • Humanize your brand by directly
building efforts. Online, consumers the real world, where brands like to communicating with followers and
concretely map out their identities maintain a sense of exclusivity. Just letting the brand’s personality shine.
by selecting interests and brand af- fifteen years ago, a brand like Louis Reply to comments and answer
finities to publicly display on their Vuitton would not have been able questions that will be seen by other
consumers.
social profiles. By “liking” brands on to bring consumers en masse into its
Facebook or sharing content about a leather-making facilities. Now, how- • Deliver content that provides new
brand on Twitter, consumers add to ever, that is exactly the kind of ex- perspective on the brand. Obscure
their online credentials while simul- perience the brand can offer online. historical facts and glimpses into a
taneously promoting the brand. For Savvy luxury brands see social media brand’s archives add to the lore of
luxury brands, this authentic en- as an opportunity to deliver content the luxury brand’s narrative.
dorsement is the most valuable form that provides a deeper experience of
of online advertising. the brand. Social media consumers


Case Study:
Burberry
Burberry “
D uring the 2010 London Fashion Week, Burberry Cre-
ative Director Christopher Bailey tweeted that Burberry is
“now as much a media-content company as [it is] a design
company because it’s all part of the overall experience.”
Burberry lives up to Bailey’s words with its content rich
site, Art of the Trench.Taking a cue from user-generated
content platforms such as Lookbook.nu (a website for
users to share pictures of their daily outfits)
and Facebook, Burberry teamed up with Scott
Shuman of The Sartorialist to create a
standalone social media property for the
“ Burberry has taken a focused approach to
a pre-existing concept—user generated
content—and managed to make it both
luxurious and fun.
editorial feel of the
site has made users
feel like they are part
of a magazine spread.
Second, the site has
iconic Burberry Trench coat. The site been designed to be
is designed for fans of the Trench Coat both a stand-alone
to enter pictures and stories about their world as well as easily
coats into a visual database that they can shared with other so-
participate in and share with friends. The cial media platforms.
result has been a user-generated scrap- Within the site, users
book of all things Burberry Trench Coat. can easily browse,
“like”, “comment”, or “share” content seamlessly across
Burberry knew that their Trench Coat was Facebook and Twitter. Many users uploaded pictures of
already a recognizable piece of culture but themselves and shared their content for their friends to
needed a way to bring together consumers on that one comment on and see what a fashionista/o said.
commonality. Burberry also recognized that in social me-
dia many users like to show off and carve out their own The Art of the Trench received significant coverage in
internet fame, to build their personal brands. The Art of the online fashion world and was lauded for its simple
the Trench platform has taken advantage of both insights. concept and smooth user interface. Access the platform
First, the content has been almost entirely driven by users now, a year after its inception, and there is content
who upload pictures of themselves in their own Burberry provided from users all across the globe. Burberry has
Trench coat, creating a sense of ownership. Also, the taken a focused approach to a pre-existing concept—user
generated content—and managed to make
it both luxurious and fun- call out. By curat-
ing the crowdsourced content, Burberry has
ensured the site continues to be both authen-
tic and appealing. Users have been tempted
to submit a photo since he or she becomes
a featured part of the platform, showcased
instead of stored away in an album. Everyone
understands how Burberry’s platform works
because they have seen it before, and partici-
pating is as simple as uploading a photo. The
site has empowered an international commu-
nity to become a living online scrapbook of
the Trench Coat that has produced essen-
tially free advertising for Burberry.


Case Study:
Gucci Gucci
“
I
“
n late 2009, Gucci released an iPhone app that was
designed to give users a taste of the Gucci lifestyle, First, Gucci failed to make its core business—
complete with hotel and restaurant recommendations fashion—an integral part of the app,
by Gucci’s creative director, a music channel and a Mark
Ronson inspired game allowing users to mix their own cheapening both the app and the brand by
music. In theory, Gucci sought to extend the brand by
associating Gucci with the latest and greatest across the failing to deliver on user expectations.
luxury lifestyle category.

In practice, however, Gucci made glaring mistakes: First,
Gucci failed to make its core business—fashion—an
integral part of the app, cheapening both the app and the
brand by failing to deliver on user expec-
tations. Users were not able to browse
many of Gucci’s collections and
archives and could not use the app
for e-commerce functionality. This quality as your product. Get back to the drawing board.”
might have left many feeling that While expanding their niche to encompass luxury
Gucci’s main area of expertise was living was a natural fit, Gucci hurt the brand’s equity by
being underserved. Secondly and not making sure the experience was up to par. Gucci
more importantly: Gucci did not ap- could have easily integrated fashion by using the app
ply the same quality control to the app as they do to their as a platform to propose and sell Gucci products to pair
retail products. Users on appcomments.com as well as re- with nights out at recommended restaurants and venues.
viewers on blogs repeatedly commented on video crashes, While the Gucci brain trust recognized that social media
software bugs and generally poorly designed content. could be used to add dimension to a brand, they fell
Users of the app came away feeling disenchanted. short of successfully using it to add value. Gucci seems to
have learned a lesson here since subsequent releases of a
One user succinctly summed up the general response to revamped app turned it into one of the better luxury apps
the app by saying, “I want to have an app that is as high available.


“
5. Manage Customer Relations
“ The aspirational cachet of a successful business leader
remains strong, and this can be capitalized upon in social
media to benefit the brand.

The advent of social media tools that the Ritz-Carlton Hotel Com- pulse of consumer sentiment, brands
has allowed consumers to share and pany’s President, Simon F. Cooper’s, should carefully monitor social media
publicize opinions about brands that Twitter account “shows an iconoclas- to avoid crises before they start, do
can spread across the internet in a tic global luxury brand taking a new instant damage control or engen-
remarkable way. Social media has not tack, using a new tool, to expand on der fans that will fight on a brand’s
only given the public a voice but also what they’ve always done -- demon- behalf.
changed consumer expectations as strate unwavering luxury hospitality
to how brands should treat them. As and showing that it’s approachable.
image is such a critical component ‘Welcome to my luxury brand. At Best Practices:
of a luxury brand, the consequences the Ritz, as my guest, you have
of social media can be a blessing or a more than luxury. You have my ear’.” • Devote enough resources—fi-
nancial, manpower, attention—to
curse. Brands that recognize such an op-
maintain a social media presence,
portunity and do it with gusto stand especially when it comes to custom-
One possible approach to using to gain appreciably. er relationship management (CRM),
social media as a tool is getting the which is 24/7.
business’ top executive involved. Many businesses worry that to foray
Executives often do not realize that into social media is to become a • Don’t sound like a PR shill. Leave
by virtue of being a higher-up at a target for an unregulated, unruly mob the marketing speak for press re-
leases and investor relations. Social
major corporation, they have a built- that uses social media to gather and media is about authenticity.
in audience for their voice on social attack at the slightest misstep. These
media. The aspirational cachet of a types of public relations nightmares • Acknowledge consumers—both
successful business leader remains are not the norm and are usually the happy and the disgruntled.
strong, and this can be capitalized the result of poor strategy. Gener- Show that someone is listening
upon in social media to benefit the ally, consumers use social media to
• Verbalize efforts to consider the
brand. One such executive, Paul connect with brands, not as a means
changes they’ve proposed/actions
Smith, has maintained a blog that of making unwarranted attacks. By requested.
feels unedited by public relations gu- maintaining an active social media
rus and seems to give insight into his presence, brands can respond quickly • Consider breaking news to social
personality. His blog has also been to customers and situations. More media simultaneously with the
featured on Vogue.com, giving the importantly, brands should use press, or even before it hits main-
stream news.
brand valuable exposure. social media to proactively establish
consumer loyalty so that when a •Set rules and guidelines before
While blogging is one way to go, blunder does happen the brand can engaging in social media, making
other corporate executives have use the relationships it has built to sure that all employees are on the
found Twitter to be a more effective its advantage. Since a brand’s social same page.
tool. One blog editor commented media properties can also serve as the


Case Study:
KLM/Air Baltic/SAS “
F or an industry such as travel, where differentiation oc-
curs at the margins, the effects of social media on a brand
are augmented. United Airlines learned this lesson the
hard way when a disgruntled customer recorded a music
video to voice his displeasure regarding United Airlines
Customer Services’ handling of his baggage on a trip. The
customer posted it to YouTube, and his video has been
viewed 9.2 million times since.

On the other hand, companies
such as KLM, Air Baltic, and
“For customers, a company that reaches out to
them directly carries goodwill that goes beyond
the 140 characters of text in a tweet.

Scandinavian Airlines, were able to
positively differentiate themselves in
a time of crisis. During the volcanic ash cloud disaster in
Europe in April 2010, the hashtag #ashcloud became a
trending topic on Twitter. . Mashable reported that “in
just seven days, there were over 55,000 mentions of #ash-
cloud…” Recognizing that negative sentiment regarding
Scandinavian Airlines created an internal Facebook task-
airlines’ response was spiraling out of control, the three
force to specifically address the ashcloud crisis on their
airlines used social media to deal with the disaster.
Facebook fan page. The Facebook page continuously
updated their customers on flight operations and helped
Both KLM and Air Baltic switched some of their customer
communicate instructions to customers. For anyone who
service representatives onto Twitter to actively engage
has ever flown, these communications can make a huge
with customers who tweeted at them. For customers, a
difference to the travel experience.
company that reaches out to them directly carries good-
will that goes beyond the 140 characters of text in a
The airlines’ choice of Facebook and Twitter demon-
tweet.
strated a good understanding of social
media. Many of their customers were
stuck with only mobile phone access
to the web, which included Facebook
and Twitter. Furthermore, Facebook
and Twitter essentially act as broad-
cast channels for large brands, so the
airlines knew that they would be reach-
ing a large audience that they couldn’t
efficiently access by sending emails or
making individual phone calls. Con-
versely, social media connotes a more
personal feel than a press release, an
important distinction for a consumer
feeling ignored and overlooked. Social
networks such as Facebook and Twit-
ter are not always the best choice for
CRM or PR, but in this case they were.


Case Study:
Marc Jacobs
T he Marc Jacobs brand’s experience with social media
demonstrates the dichotomy of social media conse-
quences. The Marc Jacobs Intl corporate Twitter account
has been regarded as one of the best Twitter accounts for
a luxury fashion brand. The people behind the account
give insider access to day-to-day happenings, converse
directly with followers and write with an edgy honesty
that fits with the brand voice. Followers of the Twitter
account feel a vested interest in the brand’s
activities and actively engage the brand
by participating in informal contests,
following live-tweets of fashion shows
and commenting about fashion.

The other side of the coin reared
its head when CEO Robert Duffy used
his personal Twitter account (not the corporate Twitter
account) to publish risqué pictures of Marc Jacobs after-
parties. The tweeted pictures, which showed the designer Most likely, the company never established a clear set of
allegedly inebriated and unflattering pictures of partygo- rules and guidelines for its employees. While executives
ers, ignited a wave of criticism. Duffy responded by shut- and customer representatives obviously will have dif-
ting down the account. Overnight, Duffy’s Twitter went ferent leeway with regard to social media, a baseline of
from being a heralded example of social media use to conduct should apply to everyone. The guidelines should
being a black mark on the brand. Duffy’s Twitter account also govern employees’ personal accounts, as a way of
gave followers a (possibly) false sense that the company preventing the kind of negative exposure that happened
was unprofessional. That could have been avoided had a in Robert Duffy’s Twitter account. Ultimately, not all
social media strategy been established beforehand. press is good press.


Case Study:
Four Seasons
W hile many companies dabble in using social media
as a customer relationship management tool, the Four
Seasons Resorts and Hotels Group has fully committed
has an app that allows
them to plot out their
travel experiences
to it. The company has devoted the resources—financial, (and aspirations) on a
human, and otherwise—to create and maintain a full- map, catering directly
fledged social media presence. The company’s strategy to and grooming
and management has allowed their content to be locally brand loyalists. Four
focused and relevant. Seasons also created
an iPhone app which
Instead of coordinating allows patrons to
boilerplate messages across book rooms, spa
all of their hotels globally, the appointments and a
individual hotels’ communi- host of other travel and accommodation-related features.
cations teams interact with
their local populations, their Four Seasons clearly understood that a comprehensive
current visitors and other lo- social media presence was best for their brand proposi-
cal businesses through social tion—“offering only experiences of exceptional quality.”
media. Four Seasons not The company strategically structured its social media
only has corporate Facebook offerings to mimic what they offer the consumer in
and Twitter accounts for the person—courtesy, dedication and exceptional service.
brand as a whole, but has Four Seasons understood that the modern day traveler
maintained Facebook pages stays plugged into the web throughout the day and needs
and Twitter accounts for each more capabilities than a simple call-center can provide.
individual Four Seasons location. The corporate Facebook Luxury brands are reminded to be cognizant of the
page boasts over 35,000 fans and acts as a hub, provid- specific needs of their consumers and be the ones to offer
ing easy access to its local properties. Additionally, Four solutions.
Seasons has offered special deals to its Facebook fans and


Conclusion
According to the latest L2 Digital IQ Index, luxury brands As a full service social media agency, Abrams Research
that improved their online experience grew their traffic by specializes in helping brands create strategic online expe-
52 percent while brands that ignored their web properties riences that generate earned media. Our holistic approach
saw growth of only 8 percent. The improvement of a lux- to digital and social media ensures that each aspect of a
ury brand’s digital presence translates to measurable gains brand’s web presence delivers on the brand proposition.
in the number of people who interact with that brand. By examining the specific needs of a luxury business, we
provide tailor-made digital and social media programs for
The luxury audience has fully embraced the internet our clients, with services that include:
as a resource, communication vehicle and e-commerce
platform. Luxury brands would be remiss not to do the • Creating social media campaigns that
same. Although the fundamental goals for luxury busi-
reach and target specific audiences.
nesses have not changed, the most effective and efficient
methods for reaching them have. Companies must now • In-depth digital audience research
use social media to build relationships and directly com- and social campaign monitoring.
municate with their audiences.
• Translation of traditional marketing
To succeed online, luxury brands must translate their es- campaigns to the digital and social
sence to the web and leverage the unique capabilities of
the digital space to reach consumers in new and exciting
space.
ways. Consumers will only identify with a luxury brand • Managing social media presences.
that brings value to their own personal brand. Luxury
businesses who have embraced this are seeing results • Digital content, editorial strategy and
across the board from consumer connections, to the cre- optimization.
ation of brand ambassadors, to online sales growth. As the
consumer continues to spend more time online, a strategic • Search engine marketing and web site
approach to social media and digital marketing will prove optimization strategies.
critical.
• Mobile, web, and social media applica-
tion development and strategy.
• Preparing for crises in new media and
the blogosphere.

Abrams Research is a full service digital and social
media agency, specializing in the development
of web-based digital marketing campaigns, in ad-
dition to advising on social media strategy. Our
strategists create digital plans, supported by in-
depth audience research, designed to to help build
digital audiences and to connect with consumers
like never before.


ADDENDUM
THE PLAYERS
Mainstream Media Blogs
The mainstream media, which now includes blogs and industry trade journals like Women’s Wear
Daily, often helps to shape the conversation online. Although the mainstream media continues to be
a very important player, the conversation it fosters is a one way dialogue. When communicating with
the mainstream media the consumer is a recipient of information, not a participant. Social media is
interactive by nature, allowing users to become part of and even lead discussions in a way that they
cannot within the mainstream media.

Forums and Message Boards
While the mainstream media and blogs help seed the topics of the day, message boards and forums
are often the resulting location for discussions. Forums and message boards are open discussion sites
for users to converge on common interests. Users create topical pages dedicated to conversation on
specific subjects and participate in these conversations by posting replies. Popular forums such as
Style Forum have dedicated communities of people reviewing products, discussing brands and con-
ducting e-commerce amongst themselves. These forums are frequently seen as a source of expertise
and trusted opinion about various luxury brands.

Mobile
Mobile Device applications popularized on phone operating systems such as the iPhone and Android
are increasingly replacing time spent on computers. According to a Pew Internet September 2010
study The Rise of Apps Culture, 24% of the U.S. adult population actively uses “apps.” The advan-
tage of apps is that the maker of an app has almost full control (subject to restrictions by the operat-
ing systems’ mobile app stores) with regards to content, functionality and branding. Brands have used
mobile apps to mirror their e-commerce sites, deliver creative content, make product suggestions and
provide a host of other functionalities.

Geo-Location Platforms
Geo-Location services like Foursquare and Facebook Places offer brands an alternative opportunity
to engage in social media without “abandoning” their brick-and-mortar business. Geo-location adds
a wrinkle to social media in that it incorporates real, physical location interaction to social media
platforms, which have traditionally lived 100% online. Geo-location platforms allow consumers to
“check-in” to a virtual location when they visit a physical location, creating a log of activity. These
locations—usually businesses—can incentivize check-ins with tangible rewards. For brands that worry
that their online presentation does not come close to their in-person experience, geo-location provides
an innovative outlet.


ADDENDUM
THE PLAYERS
Twitter
Twitter functions by allowing users to “tweet” short messages of 140 characters and to subscribe to
the tweets of others. Twitter has grown to rival Facebook in its social significance and is often the first
to break news, before traditional news channels. Twitter also allows the public to follow targeted news
and information, straight from the sources they choose to subscribe to. Frequently, Twitter is chosen
as the broadcast vehicle for celebrities and top-level executives due to its ease of use, wide reach and
possibility for quick interactions. Twitter has effectively allowed its top users to become news chan-
nels in and of themselves.

Forums and Message Boards
After Google and Yahoo!, the web property that reaches the most affluent consumers is Facebook.
Facebook presents a particularly important opportunity for luxury brands through its ability to run
branded applications and promotions in tabs. Applications are tools that allow users to “opt-in” to
games, quizzes, contests, news feeds, and so on. Organizations can use these to actively engage with
consumers and offer unique content. For the user, Facebook has become a branding tool, allowing
him or her to cultivate and publicly display an identity. Frequently, consumers mention brands on
Facebook as a form of personal brand-building through wall posts, “likes” and sharing of information.

Video Hosting Platforms
Video hosting platforms like YouTube and Vimeo have allowed social media users to become broadcast
channels. Videos have the ability to rapidly circulate the internet, garnering millions of views in a mat-
ter of minutes. Luxury brands have the ability to create their own branded media channels on YouTube
or Vimeo, as well as use them as hosting services to serve content on their own web properties. The
ubiquitous nature of these platforms has essentially created a new content standard on the web.

Specialty Retail Sites (“e-tailing”) such
as Gilt Groupe, Rue La La, HauteLook
On the surface, e-commerce platforms selling luxury products at discount prices seem undesirable
for luxury brands. The results, however, are undeniable: the popular platform Gilt reached $400
million in sales for the 2010 calendar year, has more than two million (disproportionately young and
high-income) members and caused a fundamental shift in consumer behavior regarding luxury goods
online. According to New York Magazine, “During the hour after its weekday sales kick off, between
noon and 1 p.m., [Gilt] claims, its site is visited by an average of roughly 100,000 shoppers. For that
time, it might as well be the most crowded store in New York.” While this does not mean that every
luxury product ought to be sold this way, it will be crucial for luxury brands to have a strategy with
respect to these platforms.


Disclaimer: None of the companies cited in this guide, including but not lim-
ited to Gilt Groupe, Rue La La, HauteLook, Chanel, Manolo Blahnik, Cartier,
Tiffany Co, Balmain, Zac Posen, BMW, Oscar de la Renta, Chloé, Coach,
Jimmy Choo, Louis Vuitton, Burberry, Gucci, Paul Smith, Ritz-Carlton Hotel
Company, KLM Air, Air Baltic, SAS Airlines, Marc Jacobs, and the Four Sea-
sons are in any way affiliated with Abrams Research nor have they endorsed
the creation of this guide


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